BUSHOR-1440; No.

of Pages 9

Business Horizons (2017) xxx, xxx—xxx

Available online at www.sciencedirect.com

ScienceDirect
www.elsevier.com/locate/bushor

Correcting analytics maturity myopia

Abdul Ali, Ruben Mancha *, Dessislava Pachamanova

Babson College, Wellesley, MA 02457, U.S.A.

KEYWORDS Abstract Companies face increasing pressure to compete in the practice of

Analytics maturity analytics and strive for analytics maturity to sustain their competitive advantage.
model; A single-minded, narrow focus on gaining analytics maturity, however, leads to
Analytics acuity; analytics maturity myopia. Based on our studies of analytical capabilities and
Organizational agility numerous conversations with executives and managers, we offer a scorecard for
organizations to identify the presence of analytics maturity myopia and propose a
framework for organizations to correct this issue. The proposed framework partially
explains the mixed and conflicting results regarding the relationship between
analytics maturity and business value found in the literature. Specifically, we
recommend that companies focus on three factors that are critical to realizing value
from analytics initiatives: (1) a balanced view of value to different stakeholders, (2) a
continuous expansion of the business ecosystem beyond current stakeholders to
identify and pursue new opportunities, and (3) use of an emergent strategy to take
advantage of unexpected opportunities and develop organizational agility.
# 2017 Kelley School of Business, Indiana University. Published by Elsevier Inc. All
rights reserved.

1. Analytics maturity: An alternate and a report by McKinsey Global Institute reveal

look that, although companies consider analytics impor-
tant, most are “capturing only a fraction of the
With rapid digitization and the availability of vast potential value from data and analytics” (Henke
amounts of data, the conversion of data into busi- et al., 2016). Given that “at its core, business
ness insights has been lauded as a key requirement analytics is about leveraging value from data”
for business success (Kiron & Shockley, 2011). Yet, a (Acito & Khatri, 2014, p. 565), the struggle of many
recent survey of U.S. executives conducted by the companies raises this question: How do companies
Economist Intelligence Unit (ZS Associates, 2016) derive value from analytics?
Past studies on analytics for practitioners suggest
that to extract value from data, companies need to
build analytics capability, which is the portfolio of
* Corresponding author
E-mail addresses: alia@babson.edu (A. Ali),
methods and tools needed to support analytics
rmancha@babson.edu (R. Mancha), dpachamanova@babson.edu (Acito & Khatri, 2014; Crawley & Wahlen, 2014;
(D. Pachamanova) Souza, 2014; Ward, Marsolo, & Froehle, 2014). As

0007-6813/$ — see front matter # 2017 Kelley School of Business, Indiana University. Published by Elsevier Inc. All rights reserved.
https://doi.org/10.1016/j.bushor.2017.11.003
BUSHOR-1440; No. of Pages 9

2 A. Ali et al.

building analytics capability has been evolving from results in higher value realization in general for
a futurist hype to a realistic source of business the organization. There is no simple assessment
opportunity, the focus of decision makers, consul- of analytics maturity, which may lead to a prob-
tants, and researchers has shifted beyond analytics lem when, at the time analytics initiatives are
capability to a focus on analytics maturity. Analytics conducted, the realization of business value is
maturity is a measure of companies’ growth against taken as proof of analytics maturity itself (i.e.,
elements that are critical to the success of analytics confusing necessity with sufficiency).
initiatives (Davenport & Harris, 2007). Data, ana-
lytic capabilities, people, and performance metrics  When an organization achieves analytics maturi-
are such drivers of analytic maturity, which, the ty, the process leaves a track record of strategic
literature suggests, lead to business value realiza- positions and actions, while other constituent
tion (Acito & Khatri, 2014). In our studies of analyt- aspects of the organization–—such as its consen-
ics capability and numerous conversations with sus on the nature of value–—are taken as building
executives and managers, we also observed that ground. In other words, some things considered
the discussions on analytics maturity are often foundational to an organization are not seen as
driven by an unquestioned belief that analytics subject to change and are not frequently evalu-
maturity leads to business value. ated as factors of success.
Analytics maturity matters; we do not question
its importance. However, the fact that many com-  Once analytics maturity is registered as the pri-
panies reach high levels of analytics maturity with- mary factor leading to organizational value, a
out realizing the full potential of their analytics lack of perceived maturity is seen as the reason
capability implies that additional factors contribute for limited accompanying value realization. Man-
to the realization of business value from analytics. agement, not realizing that there are other im-
In other words, analytics maturity is necessary but portant factors leading to value, recommend
not sufficient to ensure improved business perfor- improvements to maturity in order to boost val-
mance. In this article, we propose a new theoretical ue.
link that influences how analytics maturity impacts
business value. This missing link may partially ex-  Analytically mature organizations often have a
plain the mixed and conflicting results often found longer history and a track record of excellence,
in past studies of the relationship between analytics which places them in a prevalent position to be
maturity and business value. studied and used as cases in support of a point.
The framework proposed in this article presents a
novel context for the management of analytics ini- 1.2. Analytics maturity is not enough
tiatives and offers new opportunities for research of
analytics value. We provide practitioners with a We identify a need for looking beyond analytics
method for assessing their perspective on analytics maturity to understand analytics excellence and
implementation. This approach taps into the impor- exemplar value realization. Consider the example
tance of business networks for the creation of busi- of Wells Fargo. By all accounts, Wells Fargo is an
ness value as well as the need for fluid strategy. For analytically mature organization and has also
academics, we identify a line of research with the gained a tremendous competitive advantage.
potential of enriching our understanding of how or- Cross-selling has helped Wells Fargo gain “enormous
ganizations build analytics capability and how orga- sums of money–—as well as praise and envy–—from its
nizations can make the most of their investments. rivals in the banking industry” (Davidson, 2016). The
bank has been lauded as an analytics leader, and its
1.1. Analytics maturity fallacies managers and executives are often interviewed for
their insights into achieving analytics maturity.
Analytics maturity, we argue, has a prevalent posi- Wells Fargo has also been showcased for incorpo-
tion in the discussion about analytics value realiza- rating advanced analytics into human resource
tion, but only in looking beyond maturity will we be management, which maturity models such as Gart-
able to fine tune our understanding of what makes ner’s (Howson & Duncan, 2015) place at the highest
an analytics leader. There are several common levels of analytics maturity.
views of analytics maturity that we find to be Nonetheless, an aspiration-based objective
limiting or even incorrect. highlighted by Wells Fargo’s CEO John Stumpf
(“Eight rhymes with great”) guided sales targets
 Analytics maturity is frequently accompanied by of eight accounts per customer and resulted in
other forms of organizational maturity, which 2 million fake customer accounts–—a debacle that
BUSHOR-1440; No. of Pages 9

Correcting analytics maturity myopia 3

prompted a fierce debate about human failings, tomer needs. As he was known to tell his students:
managerial judgments, and corporate responsibili- “Your customers want a quarter-inch hole, not a
ty. Could analytics have prevented or lessened this quarter-inch drill” (Christensen, Cook, & Hal,
problem? After all, businesses like Wells Fargo have 2006). Expanding on Levitt’s proposition, we sug-
invested millions of dollars to help their employees gest a company’s analytics maturity is only needed
make data-driven decisions that are supposed to as a means to service its existing stakeholders,
reduce subjective judgement, enhance customer which include customers, employees, partners,
experience, mitigate risk, detect fraud, and ensure and shareholders. The managers and executives
that employee decisions are compliant with the relying on statistical models, reports, and dash-
regulations. How does one reconcile the promise boards are not ultimately interested in the output
of analytics systems with the reality of running a from the analytics tools and methods, but in the
complex business? We suggest that the failure of the strategic insights and value that output helps gen-
bank’s analytics machinery to move beyond a stead- erate. For customers using analytics to guide their
fast focus on analytics maturity may have partially selection of product or service or consuming ana-
contributed to Wells Fargo’s problem. lytics itself as the service, it is the reduction of
burden and the insight into their choices that brings
1.3. Analytics maturity myopia value. Instead of focusing on the product of analyt-
ics maturity, companies should focus on the value
In a seminal article that appeared in Harvard Busi- analytics creates for all stakeholders.
ness Review in 1960, Theodore Levitt argued that To diagnose the presence of analytics myopia,
focusing on products and not on customer value organizations should attend to three critical ques-
leads to marketing myopia. The concept of myopia tions. We illustrate how an organization can use
for organizations is still valid today (Gallo, 2016). As these questions to diagnose myopia by reviewing
companies perceive a misalignment in value reali- the case of Wells Fargo. We also offer a scorecard
zation from analytics initiatives, it is time to pause for identifying the presence of analytics maturity
and reformulate Levitt’s question: Are organiza- myopia in Table 1.
tions suffering from analytics maturity myopia?
Levitt (1960) claimed that marketing myopia can  Question 1. Does your organization take advan-
be corrected by shifting the focus from product tage of a broad perspective on existing stake-
improvement to novel ways to address actual cus- holder value?

Table 1. Scorecard to diagnose analytics myopia

Scorecard to Diagnose Analytics Myopia
Please identify your level of agreement with the following statements (1 = strongly disagree; 2 = disagree; 3 = neutral;
4 = agree; 5 = strongly agree)
1. Stakeholders: Does your organization take advantage of a broad perspective on existing stakeholder value?
a. My organization’s analytics initiatives actively take into consideration existing employees’ perspectives
b. My organization’s analytics initiatives actively engage existing business partners (e.g., suppliers and
intermediaries)
c. My organization's analytics initiatives actively seek existing end users’ feedback
2.Ecosystem: Does your organization explore new opportunities in the business ecosystem?
d. My organization explores new forms of value for its data
e. My organization explores new forms of value for its analytics capabilities
f. My organization explores new forms of value within a broader ecosystem of partners and end users
3.Emergent strategy: Is your organization flexible in its pursuit of strategic analytics goals?
g. My organization’s strategic objectives evolve using analytics as opportunities emerge
h. My organization is flexible in redesigning its strategy based on stakeholders’ insights
i. My organization is using analytics to adapt its strategy to changes in the business environment
Total:
Total score interpretation:
Less than or equal than 18: Substantial myopia
19 - 35: Moderate myopia
36 - 45: Enlightened
BUSHOR-1440; No. of Pages 9

4 A. Ali et al.

Instead, for example, Wells Fargo could have relied

A single-minded focus on gaining analytics maturity on developments in the financial industry and new
does not account for the interests of internal or analytics technologies to offer additional digital
external stakeholders. At Wells Fargo, the reliance services and quality to customers, making existing
on a key performance indicator like eight accounts bank accounts and the relationship with the bank
per customer did not take into consideration some more valuable to current customers.
stakeholders’ perspectives or interests. Did analyt- It is important to note that analytics myopia can
ics reports indicate that customers would benefit emerge in an organization at any time as the com-
from eight accounts? Were employees’ views con- pany responds to changing market conditions, re-
sidered in setting this sales target? The Analytics defines its mission, and executes different strategic
Leadership Council and the Analytics Community of objectives. A young startup may be at risk of nar-
Practice at Wells Fargo recognized that the “real rowly focusing on analytics maturity, and so can a
barrier to using big data effectively” had a “human well-established organization.
dimension” (Birtel, Pajtas, & Green, 2016). Howev-
er, if the sales targets were not met, the sales
strategy did not evolve. Further, there is no indica-
tion that management took advantage of analytics 2. Correcting myopia: The SEE
that would have allowed them to flag ‘abnormal’ framework
trends in account creation and utilization.
Analytics maturity myopia can be addressed by
 Question 2. Does your organization explore new employing a strategy that explicitly focuses on
opportunities in the business ecosystem? understanding the value of analytics to the enter-
prise in the context of the broader ecosystem–
An overly aggressive approach to building analytics —accounting for stakeholder value–—and using a
capability and aligning it with organizational goals flexible business strategy. Such an organizational
that are inward focused would lead to lost oppor- strategy emphasizes exploiting existing analytics
tunities to build new forms of value within your capability as well as exploring new analytics com-
business ecosystem. Wells Fargo focused user re- petencies to realize business value. Research on
search and data analytics expertise inward (Birtel organizational ambidexterity supports this need
et al., 2016). The company may have focused too for a balanced approach to capitalizing on compe-
much on increasing revenue from existing clients tencies and surveying for new opportunities (An-
instead of pursuing opportunities with new partners driopoulos & Lewis, 2009; Raisch, Birkinshaw,
in the broader ecosystem. At Wells Fargo, oppor- Probst, & Tushman, 2009). Formally, an ambidex-
tunities for the creation of new forms of value in the trous organization is “capable of exploiting existing
business ecosystem were not identified or acted competencies as well as exploring new opportuni-
upon. For example, although the focus of the bank ties with equal dexterity” (Lubatkin, Simsek, Ling,
was on using analytics to maximize the number of & Veiga, 2006, p. 647).
accounts held by customers, Wells Fargo may not The organization suffering from analytics myopia
have paid attention to the optimization of the is, in many ways, an organization with a limited
number and types of bank accounts. The bank could ambidexterity in the exploration of external oppor-
have also prioritized opportunities to enrich offer- tunities. From the lens of analytics, this organiza-
ings to account holders by looking into the value of tion–—endowed or not with a mature analytic
its data within the broad ecosystem (e.g., answer- machinery–—lacks the ability to use analytics for
ing questions such as: What clients can benefit from explorative purposes. This is also referred to as lack
a tax credit or a startup loan? What clients would of external perspective (see Raisch et al., 2009) or
benefit from financial advice?). lack of organizational boundary spanning (see Mill-
er, Fern, & Cardinal, 2007). This organization is
 Question 3. Is your organization flexible in its challenged in its access, absorption, and integration
pursuit of strategic analytics goals? of structured data acquired through inter-organiza-
tional networks.
A lack of strategic vision to derive value from In the context of our study, we look beyond the
analytics beyond the enterprise’s deliberate strat- analytically ambidextrous organization with its abil-
egy cannot adapt to changing conditions and emerg- ity to exploit and explore, and also emphasize its
ing opportunities. For Wells Fargo, a focus on ability to learn and strategically adapt to an in-
emergent opportunities would have swiftly changed creasingly complex and changing business environ-
its initial strategy of pushing for more accounts. ment. The effective implementation of a strategy
BUSHOR-1440; No. of Pages 9

Correcting analytics maturity myopia 5

Figure 1. SEE framework with each other, can guide the decisions to realize
the greatest possible value from analytics.
Uber, with its premise based on using technology
and analytics to disrupt ride sharing and the taxicab
industry, experienced tremendous growth but has
struggled with integrating its stakeholders’ views
fairly into its value appropriation proposition
(O’Connor, 2016). It has also faced challenges in
its alliances with external stakeholders, such as
local governments and international competitors.
Uber has been attempting to pursue a strategy to
overcome these challenges and realize higher busi-
ness value from analytics through partnerships,
working with local governments, and expanding
benefits for its drivers.
As Jensen (2001, p. 16) pointed out: “no constit-
uency can be given full satisfaction if the firm is to
to correct analytics myopia, which we will refer to flourish and survive.” There are various frameworks
as having analytics acuity, strengthens the link for balancing stakeholders’ competing interests. An
between analytics maturity and business value. example is enlightened value maximization, which
Specifically, analytics acuity can be achieved by melds stakeholder theory and value maximization
implementing the elements of the SEE framework and recommends “maximization of the long-run
(Figure 1): value of the firm as the criterion for making the
requisite tradeoffs among its stakeholders” (Jen-
 Stakeholders: Pursue a balanced view of value to sen, 2001, p. 9). Applying such a framework re-
your different stakeholders. quires understanding the potential for analytics to
contribute to the long-run value of the firm. This, in
 Ecosystem: Strive towards understanding the val- turn, necessitates understanding the ability of ana-
ue to be derived from the ecosystem; continu- lytics initiatives to extract value from the other two
ously expand your ecosystem to realize new elements of the SEE framework.
business value potential.
2.2. Engage your business ecosystem
 Emergent: Pursue an emergent strategy to take
advantage of unexpected opportunities and de- To realize analytics potential, companies need to
velop organizational agility. develop a cohesive ecosystem in which data are
integrated across an enterprise, effective collabo-
2.1. Understand your stakeholders ration is ensured from all stakeholders, and analyt-
ics capabilities are developed in a gradual manner.
By virtue of being a multidisciplinary activity that Amazon, a successful analytics competitor,
brings together IT, business users, analysts, man- started as an online book retailer. Originally, it
agement, and external partners, analytics involves focused on applying analytics to deliver value to
multilevel interactions among various stakeholders. its customers. It pioneered customer value-added
Decision makers, holding different levels of respon- services such as consumer reviews, you-might-also-
sibilities and not necessarily acting in full agree- like, and people-who-bought-this-also-bought rec-
ment, must often execute an organizational vision ommendation systems (Sehgal, 2013). Today, Ama-
that is supposed to lead to analytics maturity. Their zon focuses on non-customer constituents such as
actions and interactions can lead to both synergies enterprises and sellers as much as it does on its
and conflict. A recent report by Deloitte (2017) customers (Sehgal, 2013). It relies on an extended
suggests that when “analytics transcends tradition- ecosystem and has built an ecosystem perspective
al functional walls and provides answers to unasked into its analytics initiatives, expanding the collec-
and more complex questions,” greater value from tion of data and analytics capability beyond its core
analytics has been realized in many companies. business processes. Its ecosystem comprises “mer-
Only a holistic understanding of the implementation chants, writers, reviewers, publishers, apps devel-
and use of business analytics, one that accounts for opers, and the information market of
synergistic and antagonistic effects across the mul- commentators, analysts, journalists and feature
tiple levels in which stakeholders act and interact writers” (Shaughnessy, 2012).
BUSHOR-1440; No. of Pages 9

6 A. Ali et al.

Amazon gathers data and identifies market op- champions, IBM’s super computer initiative trans-
portunities, progressively creating platforms for formed into Watson Analytics–—an analytics plat-
back-end logistics, web services, online retailing, form that serves analytics solutions to a wide
customer reviews, and payments. Without an eco- variety of industries. In all these examples, compa-
system perspective, Amazon would not be able to nies took advantage of data and analytics to identify
use analytics successfully to create platforms and and leverage opportunities.
lead in multiple industries.

2.3. Act on emergent analytics strategy 3. Acuity + maturity = business value

A company must have a business strategy to realize Attaining the highest levels of analytics maturity
the full potential of its analytics initiatives. How- places companies in the cognitive computing do-
ever, a company’s intended strategy would be ef- main. Cognitive computing involves utilizing self-
fective only when the environment surrounding the learning systems that often rely on data mining,
company is stable. In the volatile, uncertain, com- pattern recognition, predictive analytics, machine
plex, and ambiguous (VUCA) environment, the ana- learning, and natural language processing to simulate
lytics strategy should respond to the dynamics of human thought processes. As Davenport (2016) points
both internal and external forces shaping the com- out: “Cognitive computing is a logical extension of
pany’s competitive advantage (Bennett & Lemoine, analytics work. It’s the next step for any organization
2014; Kail, 2010). While a deliberate analytics strat- that has been pursuing traditional analytics, i.e.,
egy following an organization’s vision and definition analytical models driven by human hypotheses.”
of value signals the company leadership’s direction, Cognitive computing is especially applicable in sit-
the complex and dynamic nature of the business uations where the deluge of data from sensors, social
environment makes it unproductive to ignore media, and online applications makes it difficult for
emerging challenges and opportunities (Mintzberg humans to make decisions (Davenport, 2016), but can
& Waters, 1985). Even the best-planned analytics be applied at any of the existing levels of analytics
strategy should be continuously revised in light of maturity (Puget, 2015).
new information reaching an organization. Although pursuing ever-higher levels of analyti-
Analytics should be a self-correcting lens. In this cal decision making through sophisticated self-
sense, a data-driven enterprise and the analytics learning systems and cognitive computing presents
machinery serve the purpose of helping the organi- a new frontier for the realization of business value
zation gain insight about change, which in turn from data and analytics, it comes with peril. There
supports the revision of the analytics strategy. Ac- are wide-ranging warnings against increasing the
counting for emergent analytics strategy demon- presence of cognitive computing: Some are con-
strates organizational flexibility and awareness of cerned because such systems extract and perpetu-
the complex ecosystem. It should not be the result ate biases that exist in data accumulated through
of a lack of strategic planning, but the staple of a flawed processes created by humans (Kobielus,
strategy in tune with the nature of analytics. 2014), while others think of such systems as spelling
In the VUCA world, a company needs to start the end of human existence (Cellan-Jones, 2014).
small, and explore and experiment in the analytics Levels of organizational analytics maturity con-
landscape involving both the enterprise and exter- stantly evolve when it comes to their value to society.
nal partners. The company should continuously Thus, the value of a company’s analytics initiatives
adapt and pivot so that its strategy emerges over should be assessed not only in terms of analytics
time. Only then can the company realize the value maturity but also in terms of analytics acuity. Figure 2
of its analytics potential. presents our framework that incorporates analytics
The business world is replete with successful acuity into the traditional maturity-driven model. We
examples of emergent strategies pursued by both identify the relationship between analytics maturity,
early-stage and established companies. Twitter, for analytics acuity, and business value as one of moder-
example, evolved from a network for podcasts ation. Analytics acuity moderates the degree to
(Odeo) to a leading micro-blogging platform (Nazar, which analytics maturity creates business value.
2013). Flickr started as an online role-playing game Without acuity, even the most analytically mature
called Game Neverending. Flickr grew by leveraging organizations will not achieve their potential.
the popularity of a photo-sharing tool that was As Figure 3 illustrates, a company needs a mini-
originally only one aspect of the game (Nazar, mum threshold of analytics maturity to start realiz-
2013). Similarly, from its origin as the computer ing business value from its analytics initiatives.
Deep Blue that beat world chess and Jeopardy Once the minimum threshold is achieved, maturity
BUSHOR-1440; No. of Pages 9

Correcting analytics maturity myopia 7

Figure 2. Theoretical framework of business value through analytics maturity and analytics acuity

leads to greater value, but the level of analytics Digital natives such as Alphabet, Amazon, Apple,
acuity of the organization determines the degree to and Facebook are paragons of high levels of analyt-
which the full potential for business value from ics maturity and acuity. These are the companies to
analytics is realized. be used as exemplars for business models that
The levels of analytics maturity and acuity define incorporate analytics acuity and paths to analytics
a classification for the extent of business value enlightenment. Companies can achieve enlighten-
realization from analytics for organizations. Figure 4 ment by continuously reevaluating their analytics
illustrates the three resulting categories: tactical, strategy and initiatives with respect to the three
transformative, and enlightened. The tactical cat- pillars of SEE. Only companies responding to the
egory includes companies that are starting their changing needs of their stakeholders, adapting to
analytics journey and are exploring the analytics new business realities, and in constant search of
landscape with limited acuity and with low level of new opportunities in their ecosystem can strive to
analytics maturity. Improving along the maturity be in the enlightened state.
and/or the acuity dimension brings a company into
the transformative category. The transformative
category may include companies with varying levels 4. A broader view of analytics
of analytics maturity, compensated for by the com-
panies’ high levels of acuity. To be classified as Companies work in an interconnected, interdepen-
enlightened, a company would need a high level dent world. Their analytics capabilities need to
of acuity and a high level of analytics maturity. reflect this reality and cannot be inward focused.

Figure 3. Analytics maturity, analytics acuity, and business value

BUSHOR-1440; No. of Pages 9

8 A. Ali et al.

Figure 4. Analytics maturity and analytics acuity

An analytics system enables a company not only to Bennett, N., & Lemoine, J. (2014). What VUCA really means for
you. Harvard Business Review, 92(1/2), 27.
enhance decision making, but also to improve in-
Birtel, C., Pajtas, J., & Green, M. (2016, August 15). Unleashing
sights for extracting value from new opportunities. the power of an analytics organization: Why a large financial
To take advantage of these new opportunities, institution used ethnography to transform
decision makers need to have a keen perception analytics. Available at https://www.epicpeople.org/
of the potential of analytics and should be willing to unleashing-the-power-of-an-analytics-organization-why-
adapt their strategies to the promise that such a-large-financial-institution-used-ethnography-to-
transform-analytics/
insights beacon. Only then can analytics maturity Cellan-Jones, R. (2014, December 2). Stephen Hawking warns
myopia be corrected. Managers and executives artificial intelligence could end mankind. BBC
should consider the following three principles to News. Available at http://www.bbc.com/news/
realize as much value as possible from their analyt- technology-30290540
ics initiatives: Christensen, C. M., Cook, S., & Hal, T. (2006, January 16). What
customers want from your products. Harvard Business School:
Working Knowledge. Available at http://hbswk.hbs.edu/
 Relentless pursuit of analytics maturity is not an item/what-customers-want-from-your-products
end; it is a means to achieve business goals. Crawley, M., & Wahlen, J. (2014). Analytics in empirical/archival
financial accounting research. Business Horizons, 57(5), 583—
 Analytics maturity needs to be combined with 593.
Davenport, T. H. (2016, February 23). The next logical step past
acuity. Organizations should pay attention to analytics is cognitive computing. DataInformed. Available at
acuity, diagnose its absence, and improve its http://data-informed.com/
level while they strive toward analytics maturity. the-next-logical-step-past-analytics-cognitive-computing/
Davenport, T. H., & Harris, J. G. (2007, March 6). Competing on
 Evidence-based decision making should be holis- analytics. Boston, MA: Harvard Business Review Press.
Davidson, A. (2016, September 12). How regulation failed with
tic, incorporating a perspective of business value Wells Fargo. The New Yorker. Available at http://www.
that attends to all business stakeholders. It newyorker.com/business/currency/the-record-fine-
should also be flexible and adapt promptly in against-wells-fargo-points-to-the-failure-of-regulation
response to market dynamics. Deloitte. (2017). The people dilemma of analytics. Available at
https://www2.deloitte.com/us/en/pages/operations/
articles/the-people-dilemma-shared-services-and-analytics.
References html
Gallo, A. (2016, August 22). A refresher on marketing myopia.
Acito, F., & Khatri, V. (2014). Business analytics: Why now and Harvard Business Review. Available at https://hbr.org/2016/
what next? Business Horizons, 57(5), 565—570. 08/a-refresher-on-marketing-myopia
Andriopoulos, C., & Lewis, M. W. (2009). Exploitation-explora- Henke, N., Buhin, J., Chui, M., Manyika, J., Saleh, T., Wiseman,
tion tensions and organizational ambidexterity: Managing B., et al. (2016, December). The age of analytics: Competing
paradoxes of innovation. Organization Science, 20(4), 696— in a data-driven world. McKinsey Global Institute. Available
717. at http://www.mckinsey.com/business-functions/
BUSHOR-1440; No. of Pages 9

Correcting analytics maturity myopia 9

mckinsey-analytics/our-insights/the-age-of-analytics- Nazar, J. (2013, October 8). 14 famous business pivots. Forbes.

competing-in-a-data-driven-world Available at http://www.forbes.com/sites/jasonnazar/
Howson, C., & Duncan, A. D. (2015). ITScore overview for BI and 2013/10/08/14-famous-business-pivots/#1420397a1fb9
analytics. Stamford, CT: Gartner. O’Connor, S. (2016, September 8). When your boss is an algo-
Jensen, M. C. (2001). Value maximization, stakeholder theory, rithm. Financial Times. Available at https://www.ft.com/
and the corporate objective function. Journal of Applied content/88fdc58e-754f-11e6-b60a-de4532d5ea35
Corporate Finance, 14(3), 8—21. Puget, J. F. (2015, July 30). How does cognitive computing relate
Kail, E. G. (2010, November 10). Leading in a VUCA environment: to analytics? IBM. Available at https://www.ibm.com/
U is for uncertainty. Harvard Business Review developerworks/community/blogs/jfp/entry/
Online. Available at https://hbr.org/2010/11/ Cognitive_Computing_vs_Analytics?lang=en
leading-in-a-vuca-environment-1 Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009).
Kiron, D., & Shockley, R. (2011, September 15). Creating business Organizational ambidexterity: Balancing exploitation and
value with analytics. Sloan Management Review. Available at exploration for sustained performance. Organization Sci-
http://sloanreview.mit.edu/article/ ence, 20(4), 685—695.
creating-business-value-with-analytics/ Sehgal, V. (2013, February 25). Amazon: The faux retailer. Supply
Kobielus, J. (2014, April 25). Hidden biases that may cloud Chain Musings. Available at http://www.
cognitive computing. IBM. Available at http://www. supplychainmusings.com/2013/02/amazon-faux-retailer.
ibmbigdatahub.com/blog/ html
hidden-biases-may-cloud-cognitive-computing Shaughnessy, H. (2012, April 29). Why Amazon succeeds. Forbes.
Levitt, T. (1960). Marketing myopia. Harvard Business Review, 38 Available at https://www.forbes.com/sites/
(4), 45—56. haydnshaughnessy/2012/04/29/why-amazon-succeeds/
Lubatkin, M. H., Simsek, Z., Ling, Y., & Veiga, J. F. (2006). #64012adc385a
Ambidexterity and performance in small-to medium-sized Souza, G. C. (2014). Supply chain analytics. Business Horizons, 57
firms: The pivotal role of top management team behavioral (5), 595—605.
integration. Journal of Management, 32(5), 646—672. Ward, M. J., Marsolo, K. A., & Froehle, C. M. (2014). Applications
Miller, D. J., Fern, M. J., & Cardinal, L. B. (2007). The use of of business analytics in healthcare. Business Horizons, 57(5),
knowledge for technological innovation within diversified 571—582.
firms. Academy of Management Journal, 50(2), 307—325. ZS Associates (2016). Broken links: Why analytics investments
Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate have yet to pay off. Available at http://www.zsassociates.
and emergent. Strategic Management Journal, 6(3), com/publications/articles/broken-links-why-analytics-
257—272. investments-have-yet-to-pay-off.aspx